Enabling sustainability through an action research process of organisational development

The purpose of this paper is to report the results of a study exploring a unique learning process leading to `leader led' organisational change with a sample of South African SMEs. The paper investigates a specific developmental methodology designed to enable leaders to explore the structures a...

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Bibliographic Details
Published in:The journal of corporate citizenship 2013-04, Vol.49, p.137-161
Main Authors: Hind, Patricia, Smit, Arnold, Page, Nadine
Format: Article
Language:English
Subjects:
Action research
Business management
Leadership
Managers
Methodology
Organizational change
South Africa
Sustainability
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Summary:The purpose of this paper is to report the results of a study exploring a unique learning process leading to `leader led' organisational change with a sample of South African SMEs. The paper investigates a specific developmental methodology designed to enable leaders to explore the structures and processes within their organisations that are most conducive or resistant to the evolution of responsible leadership within a framework of unique emergent sustainability strategies. An action research approach using a structured workbook was adopted to support leaders of SMEs in the discovery, planning and execution of sustainability projects within their organization. The findings indicate that action research is an appropriate process for initiating and supporting new sustainability management practices in organisations. The collective inquiry identified a broadly applicable model of sustainable business underpinned by values-based leadership, open communication and stakeholder engagement. Specifically, the unique priorities and context of each business were important for developing each organisation's concept of sustainability and fostering engagement with sustainability projects. The results offer practical development advice to smaller companies seeking to embed sustainable strategies through responsible leadership. Through a number of action research iterations tangible progress was made in both awareness and implementation of sustainability management in the organisation. The process involved a learning `journey' for the managers involved leading towards organisational change. Reprinted by permission of Greenleaf Publishing
ISSN:1470-5001